balanced scorecard master thesis

Balanced Scorecards: An Experimental Study of the Effects of Linking the Evaluators' and Subordinates' Balanced Scorecards on Performance Evaluation.

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In the early 1990s, Robert Kaplan and David Norton introduced and developed a new performance measurement and management system called the balanced scorecard (BSC). Most studies have found that evaluators tend to ignore or are not willing to use nonfinancial measures. This study attempts to examine whether the explicit linkage between the evaluator's BSC and the subordinate's BSC makes the evaluators use nonfinancial measures in performance evaluation. This study used an experimental design where subjects were asked to evaluate two managers' performance under explicit linkage versus nonexplicit linkage conditions. The difference between performance evaluation scores of the two managers under … continued below

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Kang, Gerui December 2008.

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• Kang, Gerui
• Mayper, Alan G., 1952- Major Professor
• Koch, Bruce S. Co-Major Professor

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• Beyerlein, Michael Minor Professor
• Wilner, Neil A.
• Merino, Barbara
• Prybutok, Victor
• University of North Texas Place of Publication: Denton, Texas

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• Name: Doctor of Philosophy
• Level: Doctoral
• Discipline: Accounting
• Department: Department of Accounting
• Grantor: University of North Texas

In the early 1990s, Robert Kaplan and David Norton introduced and developed a new performance measurement and management system called the balanced scorecard (BSC). Most studies have found that evaluators tend to ignore or are not willing to use nonfinancial measures. This study attempts to examine whether the explicit linkage between the evaluator's BSC and the subordinate's BSC makes the evaluators use nonfinancial measures in performance evaluation. This study used an experimental design where subjects were asked to evaluate two managers' performance under explicit linkage versus nonexplicit linkage conditions. The difference between performance evaluation scores of the two managers under the two linkage conditions captures the influence of explicit linkage between BSCs on performance evaluation. I used regression analyses to test my hypothesis. The results of the regression analyses support my hypothesis. This study attempts to explore one possible reason for evaluators' not using nonfinancial measures much in performance evaluation. It is the first one that studies the influence of the linkage between the BSCs on performance evaluation.

• Balanced scorecards
• financial and nonfinancial measures
• linkage between balanced scorecards
• performance evaluation

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• Employees -- Rating of.
• Executives -- Rating of.
• Performance -- Measurement.
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Kang, Gerui. Balanced Scorecards: An Experimental Study of the Effects of Linking the Evaluators' and Subordinates' Balanced Scorecards on Performance Evaluation. , dissertation , December 2008; Denton, Texas . ( https://digital.library.unt.edu/ark:/67531/metadc9767/ : accessed June 5, 2024 ), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu ; .

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Kytka, Roman. "Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-165218.

Hékis, Hélio Roberto. "Balanced scorecard." Florianópolis, SC, 2004. http://repositorio.ufsc.br/xmlui/handle/123456789/87732.

Jirásková, Eva. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-4595.

Zíma, Josef. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-5277.

Málek, Roman. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-15547.

Lemešani, Radko. "Aplikácia Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17385.

Šimčíková, Eva. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17465.

Caklová, Eva. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72733.

Vilimovská, Markéta. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113679.

Marounková, Alena. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-114295.

Langpaulová, Irena. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-125194.

Fixová, Markéta. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-142213.

Kotková, Jana. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193242.

Kalců, Martina. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193580.

Barej, Lukáš. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-205392.

Jaroměřská, Martina. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-205606.

Jandová, Alena. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-262153.

Střítecká, Zuzana. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-262193.

Mrkvová, Klára. "Aplikace Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-360154.

Dahllöf, Mikael, and Tobias Olsen. "Förädlingskedjestyrning medelst Balanced Scorecard." Thesis, Linköping University, Department of Management and Economics, 2001. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1011.

Ett dilemma med att tillämpa Supply Chain Management i realiteten är att sam- arbeten mellan vitt skilda företag inte av naturen uppstår utan problem. På grund av detta finns behov av någon form av verktyg som överbrygger denna problematik. Ett relativt nytt koncept är Balanced Scorecard, vilket syftar till att tillföra styrningen av enskilda företag andra dimensioner än endast den traditionella finansiella dimensionen. Syftet med denna uppsats är att åstadkomma ett förslag på balanced scorecard för förädlingskedjerelationen grossist-leverantör. Detta genom att undersöka förädlingskedjearbetet inom grossistleden hos företag i daglivarubranschen. Vi har valt att avgränsa oss ifråga om bransch till dagligvarubranschen. Vidare har vi också avgränsat oss till att endast behandla en del av nämnda bransch, det vill säga grossistledet. Slutligen har vi avgränsat oss till att inte undersöka lämpligheten av ett eventuellt användande av andra styrinstrument.Vi har genomfört denna undersökning genom att studera de tre största företagen i branschen, det vill säga ICA, KF och Dagab (Axfood). Detta har resulterat i ett förslag tog vi fram ett förslag på ett styrkort för en genomsnittlig, fiktiv, grossist – leverantörsrelation i daglig- varubranschen. Som utgångspunkt vid utformandet av styrkortet använde vi grundtankarna kring utformningen av förädlingskedjor samt vad dagligvaru- företagen ville uppnå med sina förädlingskedjor. Styrkortet är främst avsett för grossisternas strategiskt mest viktiga leverantörer.

Almlöf, Nijole, Tilde Jensen, and Dan Lindblom. "Balanced Scorecard för kollektivtrafik." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-11181.

Ďurdík, Martin. "Balanced scorecard v praxi." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-3382.

Neuwirth, Pavel. "Implementace metody Balanced Scorecard." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224344.

Pellizzari, Elena <1986&gt. "Balanced Scorecard e Sostenibilità." Master's Degree Thesis, Università Ca' Foscari Venezia, 2012. http://hdl.handle.net/10579/1692.

Jelcic, Marina, and Camilla Nordahl. "Svårigheter med Balanced Scorecard : En undersökning av vilka svårigheter det finns med Balanced Scorecard." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-28497.

Karlowitsch, Martin. "Leistungscontrolling mit der balanced scorecard." [S.l.] : [s.n.], 2000. http://deposit.ddb.de/cgi-bin/dokserv?idn=96456162X.

Hettefelt, Ulrika, and Charlotte Karlén. "Balanced Scorecard inom kommunal verksamhet." Thesis, Linköping University, Department of Management and Economics, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1245.

Background: From the beginning of the 60´s until the beginning of the 80´s the swedish local government has expand enourmously. The expansion didn´t lead to any discussions about how the local government should be controlled or organized. The local government should instead be organized and controlled as administrations. Lately it has became more usual to have these discussions about how local government should be controlled and organized. Nowadys it´s not unusual that local governments imitate private companies.

Purpose: The purpose of this thesis is to analyze how local governments have had the possibility to use Balanced Scorecard.

Limitations: We have only analyzed how local governments have had the opportunity to use Kaplan&Nortons original model about Balanced Scorecard.

Method: We have performed a case study, where we have carried out eight interviews with a total of ten respondents from four local governments and Svenska Kommunförbundet. We have also used internal documents, Internet and already written literature concerning Balanced Scorecard. We have also used local governments respective private companies characteristics.

Results: Local governments characteristics result in that the original model about Balanced Scorecard, can´t be used in local governments as it is performed by Kaplan&Norton. It´s still possible to use the basic idea of the model, but it has to be adapted to local governments conditions.

Andersson, Mikael, and Jens Eriksson. "Balanced Scorecard i projektbaserade organisationer." Thesis, Linköping University, Department of Management and Economics, 1999. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-500.

Bakgrund: Projekt är en organisationsform som blivit allt viktigare ochvanligare i företag de senaste åren. I den traditionella projektstyrningen finns brister. Dels fokuserar styrningen ofta enbart på tids- och konstnadsaspekten av projekt, dels upplevs projektorganisationer ofta ha en bristande eller obefintlig koppling till företagets strategi och affärsplan, vilket kan skapa osäkerhet kring mål och prioriteringar. Balanced Scorecard-modellen har utvecklats för att komma till rätta med denna typ av problem. Diskussionen om Balanced Scorecard har dock främst fokuserat på modellens användning och nyttain i mer statiska organisationsformer än projekt.Syfte: Vårt syfte med uppsatsen är att studera hur Balanced Scorecard kan användas för att stödja och styra projekt. Utifrån detta avser vi sedan att utveckla en modell för hur detta ska kunna ske. Genomförande: Studien har genomförts dels i form av en litteraturstudie och dels en empirisk studie av ett fallföretag. Litteraturen, i form av böcker och forskningsartiklar, har använts för att öka vår egen kunskap om området och för att bygga upp uppsatsens referensram. Fallföretaget arbetar i stor utsträckning i projektform och information därifrån har framförallt inhämtats genom intervjuer, bl a med projektledare och projektdeltagare, men även i form av dokumentation rörande företagets projektmetodik.Resultat: Vi drar slutsatsen att Balanced Scorecard är möjligt att använda för att stödja och styra projekt. Ett styrkort för projekt bör brytas ner från företagets existerande styrkort för att få en tydlig koppling mellan företagets strategi och det enskilda projektet. Vid en sådan nedbrytning bör hänsyn tas till faktorer som tidsåtgång, kostnad för framtagningen, integrering med övrig projektstyrning, enkelhet samt begreppsanvändning.

Johansson, Samuel, and Mattias Jönsson. "Kommunalanställdas förändringsbenägenhet beträffande Balanced Scorecard." Thesis, Linköping University, Department of Management and Economics, 1999. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-510.

Bakgrund: Det förekommer ett allt starkare tryck på svenska kommuner att effektivisera sin verksamhet. Flera kommuner simulerar en marknadsliknande situation genom den sk kallade beställar-utförar modellen. Ett problem är att rapportera och följa upp verksamheternas helhet, då resultatet i budgetkopplade verksamheter inte definieras av lönsamhet. Balanserat Styrkort är en styrmodell som underlättar en verksamhets uppföljning av kvantitativa och kvalitativa aspekter. Modellen kräver dock att den förankras hos ledning och personal för att få avsedd effekt. En förutsättning för att den ska kunna framgångsrikt implementeras är att personalen uppvisar en förändrinjgsvilja beträffande konceptet.

Syfte: Vårt syfte med uppsatsen är att kartlägga kommunalanställdas förändringsbenägenhet beträffande implikationerna av balanserat styrkort. Utifrån detta avser vi dra slutsatser om problemen och möjligheterna, med avseende på de anställdas uppfattningar, med att implementera balanserat styrkort i kommunal verksmahet.

Genomförande: Studien har genomförts dels i form av litteraturstudie och dels en emirisk studie av två kommunala enheter. Litteraturen består av böcker och forskningsartiklar som behandlar balanserat styrkort, budgetkopplad verksamhet och förändringsteori. Den här litteraturen har använts för att öka vår egen kunskap och för att bygga upp uppsatsens referensram. Den empiriska studien omfattar intervjuer med fem respektive sex representanter ur den operativa personalen vid en beställarenhet och en utförarenhet inom Linköpings kommun.

Resultat: Vi finner att personalen vid såväl beställarenheten som vid utförarenheten i allmänhet uppvisar hög förändringsbenägenhet beträffande balanserat styrkort. De ställer sig övervägande positiva till implikationerna av styrkortet och till konceptet i sin helhet. Viss skepticism om respektive verksamhets förmåga att genomföra en implementering förekommer dock och detta kan eventuellt skapa motstånd.

Blomberg, Fredrik, and Robert Lundgren. "Strategiers påverkan på Balanced Scorecard." Thesis, Linköping University, Department of Management and Economics, 2001. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-849.

Att det är av stor vikt att kunna mäta och följa upp ett företags utveckling råder det ingen tvekan om. Det går i litteraturen att finna mängder av både finansiella och icke-finansiella nyckeltal och rekommendationer som ett företag kan använda sig av. Balanced Scorcard är ett verktyg som inte bara fokuserar på det finansiella utfallet i förtaget, utan även andra aspekter inom organisationen. Vad vi har funnit intressant i den litteratur som finns skriven kring Balanced Scorecard är att det inte finns någonting skrivet om, eller någon som har problematiserat kring användandet av verktyget utifrån olika strategiska utgångspunkter.

Johansson, Alexander, and Li Larsson. "A Standalone Sustainability Balanced Scorecard." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-11127.

Jesus, Maria Miguel Almeida de. "Balanced Scorecard nas PME’s portuguesas." Master's thesis, Instituto Superior de Economia e Gestão, 2020. http://hdl.handle.net/10400.5/20815.

Tondo, Paulo Cesar. "Balanced scorecard para empresas familiares." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2002. http://hdl.handle.net/10183/4263.

Vieira, Gil Alexandre Oliveira. "Suporte tecnológico ao "balanced scorecard"." Master's thesis, Universidade de Aveiro, 2005. http://hdl.handle.net/10773/15248.

Konečná, Martina. "Hodnocení výkonnosti využitím Balanced Scorecard." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223987.

Fleissigová, Kamila. "Balanced Scorecard v řízení podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224581.

Pochert, Birte. "Konzeption einer unscharfen balanced scorecard : Möglichkeiten der Fuzzyfizierung einer balanced scorecard zur Unterstützung des strategischen Managements /." Göttingen : Cuvillier, 2005. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=014810192&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

Eriksson, Mårten, and Henrik Svenonius. "Budget vs. Balanced Scorecard : en rollfördelningsanalys." Thesis, Linköping University, Department of Management and Economics, 2000. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-893.

Bakgrund: I debatten har BSC då och då dykt upp som ett ersättningsinstrument till budgeten. Vad som inte alltid framgår är vilket eller vilka instrument som bär de roller som traditionellt bärs upp av budgeten.

Syfte: Syftet med uppsatsen är att beskriva och analysera vilka roller som BSC och budgeten har tagit i styrkortsanvändande företag. Avgränsningar: Vi har valt att avgränsa oss ifrån den bransch där budgeten som styrinstrument kanske fått mest kritik, nämligen bankbranschen.

Genomförande: Vi har gjort en förstudie utifrån vilken fyra företag har tagits fram. Dessa företag har sedan studerats på ett fallstudieliknande sätt, via intervjuer. Materialet har sammanställts och legat till grund för analysen.

Resultat: Vi anser att debatten om att BSC skulle kunna ersätta budgeten är överdriven, då de båda systemen i grunden är så olika. BSC är mera av ett prioriteringsinstrument medan budgeten bistår med de finansiella ramarna. Det viktiga blir istället att användande företag inser vilka roller som bäst spelas av resp. system, vilket vi också ger ett förslag på.

Milencovici, Branislavca, Deniz Solmaz, and Aysin Altun. "Balanced Scorecard inom proAros, Västerås stad." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-865.

Lindberg, Elin, and Schönfeldt Sara N. "The balanced scorecard at Skellefteå municipality." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-22176.

The concept of the balanced scorecard was introduced by Harvard professors Robert

S. Kaplan and David P. Norton in 1992 when organizations realized that it was no

longer sustainable to focus only on financial objectives in order to stay competitive.

The balanced scorecard was traditionally developed for use in for-profit organizations

but with its fundamental idea that the financial perspective does not always cover

what is most important, it has also been implemented in non-profit organizations

where profit maximization is not the main objective. Although the balanced scorecard

is presented to be an effective management system for survival in a more

challenging and competing environment it has also been strongly criticized by several

authors as well as organization that have unsuccessfully implemented it. Empirical

studies evaluating this relatively new management control system are still rather

limited, especially in non-profit organization which made us eager to look deeper into

the effects of using the balanced scorecard and we identified a research problem;

Is the balanced scorecard an effective management system that improves the

performance of a local public administration in Northern Sweden?

For this study we identified our alignment toward the positivistic scientific ideal. We

have further chosen a deductive approach as the already existing theory of the

balanced scorecard is the base of our research. We have used a qualitative research

strategy where our empirics are based upon eleven semi-structured interviews with

leaders in Skellefteå municipality where they have given their perception of the

balanced scorecard and its influence on the organization management. Our main

purpose has been to evaluate whether the usage of the balanced scorecard is

improving the performance of Skellefteå municipality. In the process of evaluating our

results it has been made evident that the management system is perceived as

performance increasing even though areas of improvements do exists. One example

of improvement could be to develop an IT-tool to facilitate the reporting of the

balanced scorecard as it is at present experienced as a very time consuming process

since it is manually completed. Skellefteå municipality has put a lot of time and effort

on the implementation of the balanced scorecard as well as on developing suitable

perspectives and objectives for the management system. Furthermore, the

municipality has emphasized the importance of communicating and follows up

processes to improve the quality of the system. This careful implementation and

utilization is something that has lead to a balanced scorecard that increases the

performance of Skellefteå municipality

Fahlvik, Svensson Malin, and Camilla Hammar. "Balanced Scorecard ur ett operativt perspektiv." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-72851.

RODRIGUES, WELLINGTON. "PETROBRAS BALANCED SCORECARD: DOWNSTREAM PERFORMANCE INDICATORS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2006. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=9450@1.

Hjortheimer, Marcus, and Özcan Mustafi. "Balanced Scorecard : Faktorer som påverkar implementeringsprocessen." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-19874.

Novák, Jiří. "Balanced Scorecard v Chart Ferox, a.s." Master's thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-4168.

Vysloužil, Radovan. "Teoretické a praktické aspekty Balanced Scorecard." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-18562.

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Running Head: experiences of implementing the balanced score card - middle managers experiences of implementing the balanced scorecard at a public organisation in Botswana

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Balanced Scorecard Application and its Challenges

• Ahmed Deghash + −

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Institutions seek to obtain a comprehensive picture of their financial and managerial performance by providing indicators and measures for evaluating internal and external performance in the short and long term based on their strategic needs. Institutions’ performance is measured through managerial measurement tools to improve the decision-making process and achieves the institutions’ strategic objectives. Among tools used in measuring performance, there are traditional tools that rely on financial measures and other tools that rely on financial and non-financial performance measures, such as the balanced scorecard. This study focuses on the balanced scorecard as a tool used to measure performance, the reasons that led to its emergence, its dimensions, the axes contained in each dimension, its basic characteristics, advantages, the success drivers, the challenges facing its application, and the application steps.

Abd al-Latif, Abd al-Latif and Turkman, Hanan. (2006). The Balanced Scoring Card as a performance measurement tool. Tishreen University Journal of Scientific Studies and Research - Economic and Legal Sciences Series, 28, (1). (in Arabic)

Abu Jazar, Muhammad Ahmad. (2012). Using the balanced scorecard as a tool to evaluate the performance of the Palestinian Islamic Bank - a field study. [Unpublished master’s thesis], Faculty of Commerce, Islamic University, Gaza, Palestine. (in Arabic)

Abu Qamar, Muhammad Ahmad. (2009). Evaluating Bank of Palestine Limited performance using the Balanced Scorecard. [Unpublished master's thesis], Faculty of Commerce, Islamic University, Gaza, Palestine. (in Arabic)

Abu Sharkh, Jamal Hassan. (2012). The extent of the possibility of evaluating the performance of the Islamic University of Gaza using the Balanced Scorecard - a field study. [Unpublished master's thesis], Faculty of Commerce, Islamic University, Gaza, Palestine. (in Arabic)

AL Shaikh Ali, Mohammed N. (2007). Performance evaluation of Palestinian telecommunication corporation by using Balanced Scorecard approach. Master research unpublished, college of commerce, Islamic University- Gaza, Palestine.

Alareeni, B. (2018). The impact of firm-specific characteristics on earnings management: evidence from GCC countries. International Journal of Managerial and Financial Accounting, 10(2), 85-104. https://doi.org/10.1504/IJMFA.2018.10012808

Alareeni, B. (2018). Does corporate governance influence earnings management in listed companies in Bahrain Bourse?. Journal of Asia Business Studies, 12(4), 551-570. https://doi.org/10.1108/JABS-06-2017-0082

Alareeni, B., & Aljuaidi, O. (2014). The modified Jones and Yoon models in detecting earnings management in Palestine Exchange (PEX). International Journal of Innovation and Applied Studies, 9(4), 1472.

Alareeni, B., & Branson, J. (2013). Predicting Listed Companies' Failure in Jordan Using Altman Models: A Case Study. International Journal of Business and Management, 8(1), 113-126. https://doi.org/10.5539/ijbm.v8n1p113

Alareeni, B., & Deghish, H. (2016). Applicability of the balanced scorecard to assess performance of Al-Aqsa Media Network Institution in Gaza Strip. IUG Journal of Economics and Business.

Alareeni, B.A. (2019). The associations between audit firm attributes and audit quality-specific indicators: A meta-analysis. Managerial Auditing Journal, 34(1), 6-43. https://doi.org/10.1108/MAJ-05-2017-1559

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Arshad Ali Javed & Azhar Iqbal (2008). Swedish mutual funds performance: University of Skovde.

Awad, Fatima. (2009). The effect of linkage and integration between the Balanced Performance Scale (BSC) and the Activity Based Costing System (ABC) on developing the performance of Palestinian banks (Bank of Palestine Applied Study).[Unpublished master's thesis], Faculty of Commerce, Islamic University, Gaza, Palestine. (in Arabic)

Awadh, M., & Alareeni, B. (2018). Measuring level of voluntary disclosures of banks listed in Bahrain Bourse. J Account Mark, 7(295), 2. https://doi.org/10.4172/2168-9601.1000295

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Iselin, E. R., Mia, L., & Sands, J. (2008). The effects of the balanced scorecard on performance: The impact of the alignment of the strategic goals and performance reporting. Journal of general management, 33(4), 71-85. https://doi.org/10.1177/030630700803300405

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How to Develop a Strategy for Artificial Intelligence

by David Wilsey | Aug 24, 2023 | Blog , Uncategorized

The good news is that formulating a strategy for harnessing the potential of AI and avoiding being left behind is very similar to formulating strategy for any other area of strategic inquiry. Like any other planning effort, the balanced scorecard and the first six steps of the Nine Steps for Success ™ can provide a disciplined framework for organizing your team’s efforts. This blog highlights the most important elements to consider. For a more comprehensive understanding of the Nine Steps, I’d recommend reading The Institute Way or taking our Balanced Scorecard Professional Certification class.

Program Launch

Any Nine Steps effort begins with a program launch, where we plan the planning effort itself. The program is launched by a project champion(s) and key stakeholders. Any existing material related to this effort is examined, a gap analysis is completed, key stakeholders are interviewed, and other assessment activities are completed.

Stakeholder Engagement

Part of the program launch is determining who should take part in the strategy formulation. If you want your teams to buy into the strategy, they need to be a part of the process. For an AI effort, this could include executives, department heads, data scientists, IT personnel, legal and compliance teams, and end-users. The goal of any outreach and inclusion is to solicit their input, address concerns, and build strategic alignment.

Step 1: Assessment

Like any other strategy development effort, strategic thinking starts with an assessment of our current situation. Beyond the typical internal and external environmental analysis, the organization will want to do an AI Readiness Assessment.

AI Readiness Assessment

Any strategy formulation effort will require an assessment of organizational readiness. This is even more critical with disruptions like AI. Most organizations will want to evaluate existing technology infrastructure, IT capabilities, and skills gaps. This might include a data assessment to determine the gaps and limitations in data collection, storage, and quality as well as the related data infrastructure, governance, and security. This is when you’ll start the conversation around the rationale for adopting an AI strategy. Depending on the strategy selected later, there might be a need for additional resources, tools, or partnerships to successfully implement AI initiatives. Some superficial training will likely be in order, as everyone will come into the conversation with a different understanding of what AI is and what the possibilities include.

Picture of the Future

Instead of the standard organizational Vision and Mission statement development that would typically happen during Step One, AI strategy will require clearly articulating the organization’s picture for future AI adoption success. Why is the organization going down this path? Is it simply because it is trendy, or is it because of a clearly perceived desired benefit, such as improved efficiency, enhanced decision-making, cost savings, or competitive advantage?

Environmental Analysis

The strategic environment for AI is then assessed, where the team discusses all the known internal and external factors influencing AI adoption. The team should consider technological readiness, data availability and quality, regulatory and ethical considerations, market trends, potential risks/challenges, and competitive landscape.

Step 2: Strategy

Building on the assessment, organizations formulate/clarify strategy in the Strategy step. In an organizational strategy effort this would be about creating high level Strategic Themes, Results, and Perspectives. If we are more narrowly defining an AI strategy, this is where we articulate how AI is influencing our current strategy or define one or more new themes. The strategic themes and results selected will provide high level context for the specific objectives that will be selected and mapped in the next steps related to AI.

Step 3: Strategic Objectives

High level themes are broken down into continuous improvement activities in Step 3. This is where we outline specific objectives related to AI, such as increased revenue growth, improved customer satisfaction, increased operational efficiency, and/or improved innovation. Again, the specifics will depend on the exact AI strategy. Are we incorporating machine learning into our product offerings or are we simply using AI internally to create operational efficiencies?

Step 4: Strategy Map

The objectives identified in Step 3 should work together to tell a coherent cause-effect story. This story is illustrated with a strategy map , which is a graphic that shows the cause-and-effect relationships of objectives across the four perspectives, telling a story of how the organization will achieve the results desired.

Step 5: Performance Measures and Targets

No strategy implementation is effective if you don’t have a way to measure success. In Step 5, metrics/KPIs are defined to measure the effectiveness and impact of the AI initiative. The emphasis in this step is on helping you develop the critical leading and lagging measures needed to manage strategy execution. As measures are implemented, progress is monitored, outcomes are evaluated, and adjustments are made as necessary, using feedback loops to learn from pilot projects and continuously improve AI capabilities.

Step 6: Strategic Initiatives

In Step 6, the projects that are critical to success of the AI strategy are developed, prioritized, and implemented. Initiatives help close performance gaps in performance to hit targets. It is important to focus the organization on the execution of the most prioritized strategic projects versus creating a long list of potential actions and projects. In AI implementations, pilot projects are often developed and implemented to validate AI use cases.

Program Rollout and Strategy Execution Considerations

Once Step 6 is complete, the AI strategy is ready to be rolled out. The goal of this part of the process is to create more internal fans and build a coalition of employees that understand and support the new AI strategy. Once the strategy is ready for implementation, care must be made to manage common strategy execution challenges, such as:

• Implementation: Create a detailed roadmap for AI implementation. Define the sequence of initiatives, resource allocation, timelines, dependencies, and milestones. Consider an iterative and agile approach to accommodate evolving technologies and organizational needs.
• Change Management and Training: Develop a comprehensive change management plan to address the organizational and cultural aspects of AI adoption. Identify training needs for employees to acquire AI-related skills and competencies. Foster a culture of continuous learning and innovation.
• Governance and Ethics: Establish a governance framework for AI to ensure responsible and ethical use. Define guidelines for data privacy, bias mitigation, transparency, and compliance with relevant regulations. Establish mechanisms for ongoing monitoring, evaluation, and accountability.
• Risk Management: Identify potential risks associated with AI implementation, such as cybersecurity threats, algorithmic biases, legal and regulatory compliance, and job displacement. Develop strategies to mitigate these risks and establish contingency plans.
• Collaboration and Partnerships: Explore opportunities for collaboration with external partners, such as AI vendors, research institutions, and industry experts. Leverage their expertise, resources, and best practices to accelerate AI adoption and stay updated with the latest advancements.
• Budget and Resource Allocation: Develop a detailed budget for AI initiatives, including infrastructure, software, talent acquisition, training, and ongoing maintenance. Ensure sufficient resources are allocated to support the implementation and scaling of AI projects.
• Ongoing Strategy Review: Establish a regular strategy review cycle to impose discipline to the execution process, improve performance, create accountability, and adapt strategy to ongoing new developments.

A comprehensive AI strategy is essential for organizations to harness the potential of AI, drive innovation, improve efficiency, and maintain a competitive advantage in today’s rapidly changing business environment. While a more coherent strategic plan might not prevent oncoming AI disruptions, a more disciplined approach to AI planning will communicate the organization’s commitment to continuous improvement, innovation, and responsible AI adoption.

David Wilsey

David Wilsey is the Chief Executive Officer with the Balanced Scorecard Institute and co-author of The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard.

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